1. Product Life cycle Management Definition
CPLM is a business approach that can align and increase the overall efficiency and effectiveness of individual activities by utilizing software applications and leveraging process improvements (Schindler, 2010). Its ability to be utilized as a strategy instead of a system enables product life cycle management (PLM) to be configured in a manner that addresses the unique aspect of an organization. The result is that an organization is able to address its particular requirements, identify strengths and weaknesses, and invest in capital applicable to its needs. CIMdata (n.d.) defines PLM (Product Life cycle Management, n.d.) as follows:
a strategic business approach that applies a consistent set of business solutions that support the collaborative creation, management, dissemination, and use of product definition information;
supporting the extended enterprise (customers, design and supply partners, etc.);
spanning from concept to end of life of a product or plant; and
integrating people, processes, business systems, and information.
It is important to note that PLM is not a piece, or pieces, of technology. It is a business approach to solving the problem of managing the complete set of product definition information—creating that information, managing it through its life, and disseminating and using it throughout the life cycle of the product. PLM is also an approach in which processes are as important, or more important, than data. It is critical
to note that PLM is as concerned with ―how a business works‖ as with ―what is being created‖ (CIMdata, n.d.). Figure 8 displays PLM across the life cycle of a product.
Figure 8. Collaborative Product Life cycle Management Across the Life Cycle (From Schindler, 2010)
PLM software supports a broad range of products that include manufactured items like computers, automobiles, software, and public utilities (e.g., gas, water, power) that need to be organized and managed (CIMdata, n.d.). The software integrates people, data processes, and business systems while providing opportunities for activities to exchange information with their enterprise. In addition, implementing PLM allows activities to build on and optimize products by increasing collaboration, resulting in reductions in costs (Schindler, 2010).
2. Increased Productivity
The Navy is similar to the corporate world in that it needs to create value and find ways to improve productivity, innovation, collaboration, and quality in order to maintain a competitive edge (Grieves, 2006). Productivity, according to Schindler (2010), refers to
the ratio of output (quantity of goods or services produced by a firm or industry in a given time period) compared to input (the amount of resources or cost to produce the good or provide the service). In the corporate world, this output translates to profit. For the Navy, where there is no profit generated, productivity is still critical when vying for available budget dollars and by optimizing funds that are available (Schindler, 2010).
Introducing CPLM provides the ability to directly increase productivity by providing ―as needed‖ information to users at the right time, thereby eliminating time wasted searching for data and recreating designs (Schindler, 2010).
3. Increased Innovation
Innovation is a change in a group’s thought process in doing something and can be referred to as radical, revolutionary, emergent, or incremental changes to thinking, production, or processes (Schindler, 2010). Grieves (2006) stated that ―productivity focuses on costs, whiles innovation focuses on adding value for the stakeholder‖ (p. 24).
Furthermore, he pointed out that innovation is a significant driver behind CPLM and can be delineated into (1) product innovation and (2) workflow innovation (Grieves, 2006;
Schindler, 2010). Product innovation is an improvement to a characteristic of a product that in turn adds value by reducing the time and materials required to complete the task (Schindler, 2010). An example of product innovation is demonstrated by Boeing in the creation of vent ducts for F/A-18 E/F/G Super Hornet jet fighters used by the Navy and Marine Corps. Because of the product innovation process, replacement parts are lighter and stronger than those created in traditionally formative processes and can be produced as needed by the customer versus stockpiling spares within a warehouse (Zelinski, 2012).
CPLM does not develop new ideas but frees resources (in this case, engineers and designers) to focus on innovation because engineers have an increased visibility of what the customer needs and can provide value-added solutions without expending additional resources (Schindler, 2010).
Workflow innovation focuses on finding improved methods and technologies in order to reduce the amount of time, energy, and resources needed to produce a product or
(NSWC) Port Hueneme developed a new approach for the measurement and alignments of the SPY-1 radar output onboard the Navy’s Ticonderoga-class cruisers and Arleigh Burke–class destroyers by using products created by AM machines. The original process took the ships out of operational employment for six days: two days to erect and take down the scaffolding, and four days to conduct the testing. The new process removes the need for scaffolding, reduces the overall manpower needed (not counting manpower needed to erect the scaffolding) from three to two, and provides a measurement more accurate than the original method (Poland, 2008, p. 6). The Navy calculated that this innovation will provide an overall savings in excess of $1.6 million over a four-year period (Poland, 2008).
4. Promote Collaboration
Collaboration is when two or more individuals or organizations work together to pursue a common goal (Schindler, 2010). Figure 9 gives a representational picture of CPLM brought into the engineering process, (http://www.productlifecycle management.com).
Figure 9. Notional Representation of Product Life cycle Management (From Product Life cycle Management, n.d.)
5. Improve Quality
Schindler (2010) stated that ―a product that lacks quality will at best result in wasted time, material, and require energy to repair it, and at worst, it could cause injury or death‖ (p. 26). CPLM provides a consistent, singular view of the represented product’s digital data, which removes ambiguity and builds consensus among its users. By having this type of support in the design of a product, CPLM enables improved communication and understanding that will lead to overall improvement in the product’s output (Schindler, 2010).